Welcome aboard
Guiding Factors: Participate & Learn Check need & modify
Relate Self with the Organization “I” is a bunch of roles made up of KSA + GOAL. (SMART & SWOT). Different way of seeing things
“I”–Role = Empty, Role–Personality (KSA)= Ineffective. Goals help us to use KSA, be Productive, & Develop
For Young and Aspiring Managers……………
Growth & Development help succeed in Changing Roles. Organizations are Vehicles to our goals & must earn Profits. (O2) The Elephant & seven blind men
To Succeed do what is important for the Organization.
Once, long ago, seven blind men and their teacher went to “see” an elephant The teacher directed each of them to different parts of the elephant
Quickly shift from “My Right” to the “Common Right”.
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Continuous Improvement ď ś Is an ongoing effort to improve products, services or processes. ď ś These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. ď ś Continuous Improvement is systematically identifying and eliminating wastages quickly as possible, and at the lowest possible cost.
Why CI?
Forward Path…
In competitive times: it helps Sections / Organizations to:
Train more employees in Continuous Improvement.
Reduce waste
Build a CI Team.
Increase efficiency
Watch other section’s efforts on Continuous Improvement.
Improve quality
Promote a culture of CI in your section.
Reduce cost
Constantly strive to improve.
Advantages of Continuous Improvement 1. Improved Quality at the Process
(Doing more with the same or Doing the same with less)
2. Eliminated Bottlenecks 3. Increased Visual Management 4. Reduced Fluctuation 5. Increased Knowledge 6. Reduced Costs 7. Increased Efficiency 5
Improved Quality at the Process ď ś Continuous Improvement enforces working in-station, to standard operating procedures, as a key factor in achieving quality at the process. ď ś During workshops, opportunities for simple quality confirmations are identified. ď ś Participants learn to always consider the impact to quality when making changes to the process. 6
Eliminate Bottlenecks
Cycle Time (sec)
ď ś Bottleneck processes are tasks that take more time than other processes & slow production. ď ś Continuous Improvement focus on waste reduction & Work rebalancing to eliminate bottlenecks. 60 50 40
48
Takt Time
35
33
30 20 10 0 1
2
3 7
Visual Management Ability to quickly identify & respond to abnormal conditions to manage a manufacturing environment. Visual Management tools are improved to: Increase awareness & response. Quick restoration of stable conditions
8
Reduce Fluctuation Unstable processes create waste in the production set up. Identifying and reducing process fluctuation: Reduces overall production time.
Increases visual management. Allows for better allocation of resources. 9
Increased Knowledge of the tools for CI‌ 1. Practical Problem Solving
Standardize
2. Time Measurement. 3. Elemental Wall. 4. Ergonomic Checklist.
Expose Problems
CI
Implement New Methods
5. Standardized Work. 6. Process Stability Checklist. 7. 5 S.
Solve Problems
10
Reduced Costs Traditional cost - plus approach PROFIT
MARKET PRICE
COST
• Add desired profit to cost in order to determine selling price.
Cost reduction approach • Market establishes selling price. • Desired profit is achieved through reduction of cost.
PROFIT
MARKET PRICE
COST
Increased Efficiency is gained through… Sr. No
Process v/s Results
Time Measurement
1
Results are always ‘Historical’. Yesterday. Last Week / Month.
Production processes are Don’t assume, go and completely focused on see, observe & measure Time.
2
Improved results can only Takt / Cycle time be achieved through Hours per Unit/ Unit per improved processes. hour
Analyze Data
3
Process is “NOW”
Make decisions with data
4
-
5
-
Speaking with data
Take actions based on data Check results with data
Deming’s PDC(Study)A Cycle: Its role in CI System
Continuous Improvement Cycle
Focus on stability Standardization
Safety
Quality
Ergonomics
LEAN
5 ‘S’
Best, easiest, safest way known today
A safe work environment is the corner stone of a successful business
There are quality standards & expectations demanded of & manufacturing product.
The ergonomic impact of work should be examined for possible improvements.
Lean Manufacturing focuses on the identification and elimination of the 7 forms of waste:
5S improves organization, visual management, and standardization.
Basis for training
No change be made to a process having (-) impact on safety!
Changes impairing Quality not to be done.
Smooth handling, decreasing, waste of motion & fatigue.
Over Production Inventory Unnecessary Motion Transportation Waiting, over Processing, Defects, Repair & Rework.
.
Basis for relentless root cause analysis Standard processes give good results in Safety, Quality & Efficiency.
Changes to be seen with a critical eye towards its impact on ergonomics.
Sift, Sweep Sort, Sanitize Sustain
5S: To be practiced 5‘S’ improves Organization, Visual Mgt. & Standardization. The 5S status of an area is assessed to help identify potential problems & use 5S as improvement guideline. Sift, Sweep, Sort, Sanitize, & Sustain
16
Achieving Results: Example Balance Table - Before
Balance Table - After
60 48
46
Seconds
40
35
33
50
45
40 31
Seconds
50
60
30 21 20
0
0 3
4 Work Station
5
6
7
36
34
32
20 10
2
42
30
10
1
41
38
0 1
2
Cycle Time Target Takt Time
3
4 Work Station
5
6
7
Cycle Time Target Takt Time
Reduced max cycle time in cell from 48 seconds to 42 seconds. Reduced total cell cycle time from 259 seconds to 221 seconds. Reduced manpower by 1 operator per shift. Increased cell utilization from 77.1% to 88.4% 17
Necessary Steps to promote CI… Create a sense of urgency. Have a Vision, communicate it continuously Focus on key process drivers & remove obstacles. Problems are a mountain of opportunities. Without problem- No Improvement. People are seldom the problem - they are the problem-solvers. Processes can be improved by people recognizing & eliminating problems. 18
For CI: be Non-Judgmental / Non-Blaming… Eliminate the search for who to blame. Evolve system improvement opportunities. Focus on relentless root cause analysis. Increase Trust & build Credibility. Improve Quality of Communication. Avoid “shoot the messenger” mentality. Avoid crisis orientation.
19
Know the Process: Variations are Major Enemies
Detecting mode: (Depends on inspection/testing/control): (Fire fighting on regular basis is not effective).
Preventive mode: (Emphasis on “do it right the first time & all the time). Use Feedback: (To modify steps to continuously improve processes).
Problem Solving: A Continuous Effort 1.
See problems as an opportunity. Analyze it to find the root cause.
2.
Develop Optimal & Cost effective solutions.
3.
Implement changes: system wide
4.
Study the results: Worked or not? If needed modify.
5.
Build a quality (CI) culture. Positive & Constructive. Drive out fear.
6.
Evolve & maintain an effective regular feedback system.
7.
Respond to customers (Internal & External) needs & solve problems.
8.
Standardize the procedure and continuously improve it.
9.
Evolve New System: Machine, Men, Materials & Method.
Resources that must be managed effectively.
Basic steps for Continuous Improvement… Continually seek ways to improve methods of work. It encompasses all dimensions of work for process improvements. Is a never-ending process of achieving small wins regularly. Is about Setting High Benchmarks. Is to develop sense of employee ownership Is to reduce: Time, Scrap, Injuries, Customer/Supplier issues etc. Reduce or eliminate activities that don’t add value
Continuous Improvement / TQM Tools‌ For Generating ideas
To collect & Organize data
For identifying the problem
Brainstorming
Check sheets
Cause & Effect Diagram
Suggestion Box
Pareto Charts
Scatter Diagram
Flow Charts (Process diagrams)
Histogram: a distribution showing the frequency of occurrences of a variable
Statistical Process Control
Basic quality tools (7QC tools) in correlation with PDCA-cycle 7 Basic QC tools Plan Problem Identification Flow chart Cause & Effect Diagram Check sheet Pareto diagram Histogram Scatter plot Control charts
Steps of PDCA-cycle Do Plan, Check Plan, Act Check Implement Process Solutions Result solutions analysis development evaluation
Continuous Improvement Tool‌ Pareto Analysis
Continuous Improvement Tool‌ Control Charts
Continuous Improvement Tool‌ Fishbone diagram
Approaches to Continuous Improvement… • Deming Approach: Reduce variability • Kaizen Approach: Just Do It • Shingo Approach: Zero Defects. Poka Yoke • Goldratt’s Approach: Theory of Constraints
Behavioral dimensions of C I Sr. No Causes
Actions to be taken
1
Inability to Break the Inertia.
Exert the external force. (APA)
2
Fear of Failure/Rejection.
Use Failure as step to Succeed.
3
Resistance to Change.
Come out of the Comfort Zone.
4
Let it Happen over Make it Happen
Shift the Mind-Set.
5
Need to Improve Self is Missing
Stretch out & widen the Horizon.
6
Lack of Goal-Orientation.
Work on Achievement orientation
7
Lack of passion to be Productive.
Convert: Activity to Productivity.
8
Need to Win is very Low.
Manage Time to be Assertive.
9
Inability to Collaborate.
Practice Win-Win approach.
It’s Time to say…